Ivey Business School (Canada)
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World Health Organization: Facilitating COVID-19 Vaccines for the World
Klaus Meyer; Michelle (Chau Minh) DoanCase IVEY-9B21M014-EStrategyOn May 29, 2020, the World Health Organization launched the COVID-19 Technologies Access Pool (C-TAP) with the aim of making pandemic-related technologies—specifically, vaccines and treatments—available to its participants. Although the initiative was positively received in many developing countries, it was not well received by pharmaceutical companies, who viewed C-TAP as a threat to the patent system and, therefore, as a threat to the companies...Starting at €8.20
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Ethiopian Airlines: Bringing Africa Together
Paul W. Beamish; Yamlaksira GetachewCase IVEY-9B14M005-EStrategyEthiopian Airlines plans to expand its African market base to become a leading airline in the continent. As part of the airline’s multi-hub strategy, the vice-president of alliances and corporate strategy and his team must identify a suitable hub location and decide on the appropriate mode and level of ownership. Success in the first hub is essential as it will both validate the viability of the multi-hub strategy and set the tone for the establi...Starting at €8.20
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Lufthansa 2012
Heike C. WörnerCase IVEY-9B15M027-EStrategyTremendous changes in the global competitive landscape threaten Deutsche Lufthansa AG, the largest airline group in the world. Three large Gulf carriers, Emirates, Etihad Airways and Qatar Airways, as well as Turkish Airlines, now stand to compete with Lufthansa on the traditionally profitable long-haul segment. Chairman of the executive board and chief executive officer has to act quickly if Lufthansa is to keep its top spot. Having ignored the ...Starting at €8.20
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Hisense's Internationalization Dilemma: Co-Operation with Loewe
Su Liu; Paul W. BeamishCase IVEY-9B17M155-EKnowledge and Communication, StrategyHisense Co., Ltd. (Hisense) was the fourth-largest television maker in the world, but its market share and brand recognition remained low in Europe. Therefore, strengthening its branding and improving its sales there were priorities for the Chinese company. In 2013, Hisense was considering whether to establish a strategic alliance with the German high-end television manufacturer Loewe AG (Loewe). Despite having a good reputation, Loewe was suffer...Starting at €8.20
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SAP: The Challenge of Aligning Sourcing and Innovation Strategies
Bent Petersen; Dominique Nikerle-Uhthoff; Helen SchwaerzlerCase IVEY-9B14M101-EEntrepreneurship, StrategyIn late 2011, SAP, the German leader in the enterprise software industry, announced a major investment plan for expanding in China and also acquired a leading American firm in cloud-based human capital management software. At first glance, these investments seemed rather unconnected. A closer look at SAP’s strategy, however, revealed a closely connected and coordinated network of strategic decisions and investments for which alignment and finding...Starting at €8.20
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Martin Bauer Group: Corporate Social Responsibility with EinDollarBrille
Carsten C. Guderian; Peter M. BicanCase IVEY-9B16M027-EEntrepreneurship, StrategyAWARD WINNING CASE - Corporate Social Responsibility Award, 2016 European Foundation for Management Development (EFMD) Case Writing Competition. In the fall of 2013, the family-owned Martin Bauer Group, a German-based company and world leader in the business-to-business market for tea and herbal extracts, became interested in the idea of collaborating with the frugal innovation company EinDollarBrille (OneDollarGlasses). The Martin Bauer Group wa...Starting at €8.20
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Rocket Internet: Rise of the German Silicon Valley
Bryan Hong; Dave TangCase IVEY-9B15M098-EEntrepreneurship, StrategyRocket Internet, a unique technology incubator based in Germany, invests in and develops startups in Europe and emerging markets that are versions of successful technology firms primarily located in the United States, such as eBay, Zappos, Amazon and Groupon. Fundamentally, the company seeks to reduce the uncertainty of entrepreneurial startup ventures by imitating proven business models and replicating them in other geographic regions. Rocket In...Starting at €8.20
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Karstadt Warenhaus GmbH: Do Department Stores Have a Future
Robin Dresenkamp; Johannes Effenberger; Max Meinhövel; Friedrich Sommer; Carolin Taprogge; Miriam Varón Romero; Arnt WöhrmannCase IVEY-9B15M089-EStrategyAt the end of 2013, Karstadt Warenhaus GmbH, the second-biggest German department store chain and one of the most traditional and well-known companies in Germany, was in a highly challenging strategic position. Following recent mismanagement, it had narrowly escaped insolvency. By the end of 2013, however, Karstadt was still struggling against competition in the retail sector. Could the newly appointed chief executive officer come up with a busin...Starting at €8.20
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Bayer-Monsanto: The Challenges of a Mega Merger
Wiboon Kittilaksanawong; Gabrielle GatéCase IVEY-9B17M182-EFinance, StrategyIn September 2016, German-based Bayer AG (Bayer) and U.S.-based Monsanto Company (Monsanto) agreed to merge entities to create a global leader in agriculture. The combined entity would benefit from Monsanto’s expertise in seeds and traits, and from Bayer’Starting at €8.20
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Dr. Reddy's Laboratories (B)
Jean-Louis Schaan; Ramasastry ChandrasekharCase IVEY-9B08M065-EStrategyThis supplement to Dr. Reddy's Laboratories (A), product # 9B08M064, looks at the two years post-acquisition and examines a major risk which, as it unfolded, brought the viability of the business model into question.Starting at €5.74